A few days ago I met a fellow after doing laps in the pool, ala Michael Phelps! (I’d like to think we know as much about construction as Michael knows about swimming.) We began talking and sure enough he was the proud owner of a thriving construction company… but it wasn’t always that way. In fact, he shared with me the trials and tribulations he had experienced in the construction business. We laughed about the scrutiny his work received when doing custom mansions for the very wealthy and how the Irish side of him loves whiskey. And then we talked more seriously about a dramatic change in his career. You see, this strong willed Irishman was a victim of a key risk factor: Mismanagement of cash flow.

He shared with me how cash flow had put him out of the construction business. His claim to fame was the installation of high end custom wood work in plush offices and homes. As he became bigger, he just was not prepared for the cash flow crunch that he would experience. He shared with me his frustrations at getting paid from General Contractors who always had an excuse for not paying, and he used a few choice words. It was obvious that he had experienced what has put so many companies out of business, a cash shortage. He indicated he was making good money, and I believe that because custom millwork brings a good margin and there is not a lot of competition for highly specialized woodwork. He had different types of wood shipped in from all over the world and he shared with me how even though he was profitable, when he pursued the bigger work, cash flow became too much of an issue and he was forced to reinvent himself. This certainly is a familiar story.

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PricewaterhouseCoopers put out an interesting study entitled “‘Does ERM Matter? Enterprise Risk Management in the Insurance Industry 2008.’”  In commenting on the article, Continuity Central discusses some of the difficulty found in implementing Enterprise Risk Management within financial institutions:

“Against the background of an ever tougher risk environment and growing demands from investors, regulators and rating agencies, PricewaterhouseCoopers says that many insurers and other financial services organisations are asking questions about the effectiveness of enterprise risk management and its ability to deliver a return on investment or meet the expectations of stakeholders.”

The article is worth reading.  One of the key points made is:

“…the study found that enterprise risk management is, in many cases, neither relevant to nor clearly understood by business teams. It is not fully embedded into strategic decisions and its integration into day-to-day decision making and frontline risk taking within many insurance companies remains limited, potentially undermining its ability to deal with a more complex risk environment and more exacting stakeholder expectations”

This article mainly addresses ERM within financial institutions.  These companies have a very real need for ERM, especially with a broad range of exposures to interest rates, natural disasters, and general economic turmoil. (more…)